how to deliver a successful oracle e-business suite upgrade

with you

In collaboration with

How to Deliver a Successful Oracle E-Business Suite Upgrade

San Francisco, September 29, 2014 Vaughan Hennum and Lisa Ruddell,

Smiths Medical Bharti Tiwary, Capgemini

2 Copyright © 2014 Capgemini. All Rights Reserved

CON4249 How to Deliver a Successful… | 29Sep2014 In collaboration with

Agenda

!  Smiths Group / Smiths Medical !  Smiths Medical Oracle Footprint !  Challenge, Genesis of Project Lanai !  Project Governance !  Upgrade Approach !  Risk Analysis / Mitigation !  Testing in a Regulated Environment !  Project Timeline, Phase 1 !  Project Timeline, Phase 2 !  Importance of Analytics !  Cutover / Post Cutover !  Lessons Learned, Things We Could have Done Better !  Importance of Strong Partners !  Capgemini Oracle Capabilities / Strong Methodology



Smiths Group, plc / Smiths Medical

"  . Smiths Group is a global leader in the development, application and transformation of state-of-the-art technology into products and services that meet our customers’ evolving needs and help make the world safer, healthier and more productive

" Divisions: John Crane, Smiths Medical, Smiths Detection, Interconnect, Flex-Tek

FY14 # £3.0B turnover, £504m Trading Profit



A Global Business…

Employing over 23,000 people in more than 50 countries, serving a diverse range of global customers



Smiths Medical $ Global Business / 7.9k Emp w/ 5k Users

FY14 £804m Turnover, £159m Trading Profit,120 markets

Global Presence to Meet Customers’ Needs Across the World

Dubai

Tokyo

Tijuana MX (3x)Monterrey MXEl SalvadorDominican Republic

AustriaBelgiumDenmarkFranceGermanyItalyNetherlandsPortugalSwedenSwitzerlandSpain

BrisbaneSydney

Johannesburg

Beijing

Singapore

Canada

ArgentinaBrazilColumbia

Rockland MAKeene NHGary INSt Paul MNVernon Hills ILSouthington CTDublin OHNorwell MAOakdale MNOlive Branch MS

AshfordHytheLutonCumbernauldRossendaleDublin, IRE

Hangzhou

Mumbai

Cairo

Moscow

Shanghai

Hong Kong

Lebanon

New Zealand

50 sites in 33 countries Sales in 120 countries 7,600 employees



Single Instance / 85 Inv Orgs, 25 OUs, 30k SKUs / 20+ Bolt-ons

High Volume #52k Concurrent / Day, 4.5k invoices, 10m EDI

ATP



Smiths Medical Challenges

© 2013 by Smiths Medical: Proprietary Data

11

Business Priorities Had Forestalled Upgrade…Many Bolt-ons Aging as Well, GRC / TAKE / Pilgrim Slide# 11

Smiths Medical’s Oracle ERPFaced with ageing hardware platformOut-of-support software Limited window to complete upgrade.

SANHP

Server HardwareHP-RISC

Operating SystemHP-UX

Oracle Database10.2.0.3

E-Biz Suite11.5.10 CU2

Current Required

11.5 support expires Dec 2012(critical extension to Dec 2013)

Upgrade to R12

10g.1 unsupported Upgrade to 11g

11.23 (can;t support Oracle 11g)

Upgrade to 11.31

Obsolete and over-utilised with no spare capacity

No remaining upgrade options. Replace hardware (quickly)

Unsupported by vendor Upgrade/replace



Project Lanai…



Project Lanai: Governance & Business Engagement

Ensure adherence to Strategy and Objectives Ensure limitation of scope, resource allocation, and meeting project objectives

Executive Steering Committee: BIS Leadership, Executive Sponsor, Key Partners

Sr. Medical Business TEAM …MONTHLY Programme Board – Work-stream Owners

Nearly all functions across the Medical business sb represented as well as BIS team leadership…MONTHLY BEFORE STEER COM

DECISION MAKER ON CONTROLLED START-UP!

Oversight, escalation path for guidance, decisions. Ensure adequate resources are supplied to meet objectives. Contact for the extended Medical community.

Attend weekly meetings lead by the project team Assist the project team with site inventories (what is out there) and communicating to site owners (when necessary) Identify site owners when none are assigned, or assigned owner is no longer with Smiths Assist the project team in tracking migrations (done/testing/planning/etc.) within the work stream Assist site owners with content management (should it be deleted/archived/moved)

Work-stream Leads– Led by SME: BIS Project team + Medical business SMEs who will

execute the project… WEEKLY, BIWEEKLY, DAILY…THIS WAS KEY

WORKING GROUP…W/ 400 TESTERS

Roles and Responsibilities vetted with the Business / Partners



Project Lanai Upgrade Approach / HW # “Long Life”

"  Minimize Risk, Timeline and Cost… "  Chose a Technical Upgrade, “as is”, i.e. no TCA corrections, no SLA adoption "  Did correct deeply flawed configuration, i.e. webstore "  Key to custom code remediation... "  Panaya “cloud” offering utilized to "  Analyze all custom objects "  Recommend changes "  Played key role tracking progress "  Played key role test documentation

% 

Business Deleted 1.3k Disco Reports # Remediate 800 / Noetix&OBI

© 2013 by Smiths Medical: Proprietary Data

3

R12 Upgrade Imperatives --Approved by Programme Board & Steer Com

Enables Organization for

Incremental Process

Improvement

Inline with Oracle’s Support Policy

Minimize Cost, Timeline and Risk

Inline with Steering Comm and BIS Endorsement

Foundation is in place at Smiths

Medical to support Like-for-

Like

Like-For-Like Upgrade

COST

SAVINGS

RISK

MITIGATION

FUNCTIONALITY

TECHNOLOGY

3

Looking to FY15There may be

Opportunities toLeverage the

R12 foundation…



Reducing Risk: Taking Advantage of Lessons Learned

Testing and ValidationTouch PointsBusiness Focus

Leadership engagement at every site/ for every process

Business knowledge of the processes using Oracle• Resource commitment• Accountability• Know the business rules• Business owns the data• Super users are critical

Focus: Reduced number of projects/enhancements• Stop other project requests

unless compliance-driven• Complete in-flight work

Interfaces• Volume testing required• Test every printer!Output documents• Invoices/Shipping docs/

labels• Test forms and reports!• Print out the documentsKPIs – Identify Issues/risks early!• Mitigation plans need to be

in placeCustomizations are complex, all need to be tested

Test/Test/Test• End to End process testing• Test to fail not test to pass• Clear processes /protocols

– Across functions– Global and Local

Volume and Performance testCut over- use multiple weekends to mitigate riskData Integrity

• Simplify testing – ensure data is accurate

• Document tests and resultsResources• Plan ahead to ensure

availability

Focused Resources Interfaces mapped/testedIssues identified early Validation

Reflected in Various Aspects of the Project Lanai Upgrade Plan



Initial Major Risk Assessment / Mitigations…

│

"  Testing / Validation Resource Gap / Capacity "  USDM provided risk analysis services to reduce validation scope "  Team from Capgemini partner executed some protocols

"  Business Oracle Knowledge / Engagement…Risk is incomplete testing "  Built Project Lanai Stream Lead team…people dig in even w/ “day jobs”

"  Timeline Slippage Due to Delays / Resource Availability "  Timing adjusted to be mindful of key business events

"  3rd Party Applications not compatible with AIX or 11g "  Key initial due diligence to accomplish to gain understanding

"  Patch analysis / customisation analysis / brute force to test "  Panaya is huge accelerator in this space

"  List of 3rd party Applications Incomplete "  Drew insights from many, many sources to confirm scope…still surprises

User Engagement…Communicate Relentlessly & Transparently… Measure What Matters to the Project / to the Business, % Progress, etc.

UAT – Foundation for Global, Repeatable Test Processes + Standard Documentation

~60 Process Areas •  ASCP •  BI Apps •  BI Publisher - AR

invoice •  Bill of Material •  Carrier Labels - DC •  Cash Management •  Clear Orbit - DC •  Clear Orbit - Factory .Service Contracts •  SGP Shop Floor •  Ship/SPEX - DC •  STR AventX •  VAT •  Work in Process

~400 Scenarios ~ 25 Operating Units E.g. for ASCP: •  Verify ASCP Plans Setups •  Verify ATP Plan Setups •  Planning Time Fence •  Demand Time Fence •  Minimum Shelf Life •  Check Safety stocks •  ATP Testing •  Republish back •  Release Plan Recommendations •  Protégé testing •  Forecast Consumption •  Forecast Spreading •  Demand Spike Process •  Exception testing •  Scheduling simulations •  Reschedule simulations •  Fair Share allocation •  Projected Available Balance

Reports •  Backorder report

Executed Via ~300 Test Scripts

13

Evidence of testing / FDA Regulated



UAT 100%

R12 Cutover & Roll back

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Project Lanai Timeline Phase 1 # Hardware Refresh

Planning & Technical Development

UAT User Acceptance Test

9-Nov

Mock SIT

SIT Sys. Integration Test

End Users Trainers & Testers

&

Documentation Updates

R12 Training

R11 “Frozen” (Discoverer, Enhancements, Validation) Project started Jan, 2013

RAQA Validation

Driven by Medical

Smiths Medical Japan (SMJ)

GTIN/DC Improvements GRC Upgrade

&

HP to IBM / HP-UX to AIX / Clustered & HA / EVA to XIV

Customer Comms

R12 Cutover

R11 FYE critical R12 remediation

Regression testing

FYE

22-26 Aug

DB Move

Application Move

GDW/BI Move

Data Center

Flip



E. Migrate GDW / OBI / BI apps to AIX / IBM db servers B. Move the

GAMPROD / GAMPLAN data base from the HP UX to the new IBM AIX (box) kit

A. Move the storage from HP SAN to the IBM XIV SAN

C. Move the “Appl top” / Application layer from HP UX boxes to IBM AIX boxes.

Requires:

%  UAT

%  Validation

Requires:

%  Functional Testing

%  Printers Testing

Task 1 1.  Improves @ capacity

environments 2.  Enables db upgrade 3.  Requires functional testing

but NOT full UAT… led by BPA / ITOps community, incl. load testing…performance testing

The Major Elements of Phase I #Hardware Replatform… Task 1

D. Upgrade the db from 10g to 11g

COMPLETED 9-June Task 2

Task 2 1.  Re-enable extended Oracle

support for 10g / 11g 2.  Foundational for R12 ~

should address the concurrency issue

3.  Requires full UAT 4.  Requires full validation 5.  Requires full linkage of 3rd

party apps

COMPLETED 18-August

Requires:


Task 3A 1.  A complex migration 2.  Three databases

(GXPROD, GXPRODR1, BIPROD)

3.  Requires functional testing: key processes & sites

Task 3A

F. Flip Production / DR data centers

Requires:


%  Network Printer Testing

Task 3B 1.  Lisle $ production 2.  Keene $ DR 3.  Done after Task 3A/GDW

is stable 4.  BIS to test connectivity,

load balancing, interfaces 5.  Requires functional

testing: key processes & sites

Task 3B

COMPLETED 20-Sept

COMPLETED 9-Nov



Task 3B $ Data Center Flip – AT&T Site in Lisle, Illinois, USA

By car, Lisle is ~45 minutes away from both Chicago city center and from John Crane HQ

AT&T Site

Final State: AT&T IDC Lisle, IL (PROD site) is ~930 miles away from Keene, NH (DR site)

John Crane Ctr BIS on site



UAT 100%

R12 Cutover & Roll back

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Project Lanai Timeline Phase 2 # Application Upgrade

Planning & Technical Development

UAT User Acceptance Test

9-Nov

Mock SIT

SIT Sys. Integration Test

End Users Trainers & Testers

&

Documentation Updates

R12 Training

R11 “Frozen” (Discoverer, Enhancements, Validation) Project started Jan, 2013

RAQA Validation

Driven by Medical

Smiths Medical Japan (SMJ)

GTIN/DC Improvements GRC Upgrade

& Customer Comms

R12 Cutover

R11 FYE critical R12 remediation

Regression testing

FYE

22-26 Aug

DB Move

Application Move

GDW/BI Move

Data Center Flip

After Completing Phase 1, Focus on R12 Upgrade



Testing / Analytics is Key / Validation Testing

Test, Test…Keep Business Motivated…Supports “Go Live”

“Elite Testing” Program & Defect Discovery Cycle

8

Core functionality with most typical use

case combinations

Remaining use case combinations

Most of defects in core functionality and typical use cases are found

Most of the remaining defects are also found

Elite Testers“Test to

Fail”

UAT“Test toPass”

Go-Live Cutover

Startof Test Cycle

! No single test program is perfect and able to discover 100% of all possible defects

! All test programs involve trade-offs between coverage and time/$

! With the delay until next Go-Live, convene an “Elite Testers” program• No defined test plans• Test to fail " i.e. try to break the system, including use of “abnormal” cases

Red dots represent potential defectsBusiness critical

functions(controlled start-up)

4

User Acceptance Test Progress

99.6% Pass

0.4% Fail

Total Passed: 3442Total Undone: 0

14 scenarios make up the remaining 0.4%

! 6 (0.17%) = Accrual ReconciliationOracle R12 is functioning correctly as designed. Working with Finance stakeholders on a legacy data issue from R11

! 5 (0.14%) = Payments Processing Cap/BPA providing further info for users on R12 functionality, training issue

! 3 (0.09%) = Finance SQL scriptsBPA to remediate last 3 complex scripts

UAT Defect Resolution Status (Open Tickets)

5

0 1 4 8

Open UAT tickets13

Note: of the 13 open UAT tickets, 5 are from before the 15th-19th May cutover

SEPA R12 functionality required after May rollback(For EU only)

R12 Elite Test Status (through 21-July, 2014)

9

89%11%

97%3%

97%3%

100%0%

50%50%

Total Tests: 270Passed: 253 (94%)Failed: 17 ( 6%)

! BIS & Capgemini are actively investigating all reported failures

! Tickets being logged to resolve any confirmed R12 defects

97%3%



Details Matter in a Global “Big Bang” / Comms to Customers

How Will This Activity Affect Me#CSRs, Sales, Testers, etc.

Duration

hh:mm Activity0:00 #1 Business shutdown, no transactions Fri 12:00 PM Fri 12:00 PM Fri 17:00 Fri 17:00 Sat 1:00 Sat 1:004:15 #1a Complete nightly jobs, close AP/AR Fri 12:00 PM Fri 4:15 PM Fri 17:00 Fri 21:15 Sat 1:00 Sat 5:150:30 #2 Shutdown and backups Fri 4:15 PM Fri 4:45 PM Fri 21:15 Fri 21:45 Sat 5:15 Sat 5:4512:00 #3 Copy lookup/reference instance Fri 4:45 PM Sat 4:45 AM Fri 21:45 Sat 9:45 Sat 5:45 Sat 17:456:00 #3a Gather number of records/point balances Sat 4:45 AM Sat 10:45 AM Sat 9:45 Sat 15:45 Sat 17:45 Sat 23:4511:30 #4 Preupgrade steps/patching w/8 hrs for

rapidinstallFri 4:45 PM Sat 4:15 AM Fri 21:45 Sat 9:15 Sat 5:45 Sat 17:15

2:00 #5 Preupgrade functional config/checks Sat 4:15 AM Sat 6:15 AM Sat 9:15 Sat 11:15 Sat 17:15 Sat 19:1526:30 #6 R12.1.1 Upgrade phase w/30 min character

checkSat 6:15 AM Sun 8:45 AM Sat 11:15 Sun 13:45 Sat 19:15 Sun 21:45

24:00 #6a GAMPLAN patching/gathers Sat 6:15 AM Sun 6:15 AM Sat 11:15 Sun 11:15 Sat 19:15 Sun 19:1511:15 #7 R12.1.3 Upgrade Phase Sun 8:45 AM Sun 8:00 PM Sun 13:45 Mon 1:00 Sun 21:45 Mon 9:0012:30 #8 Post Upgrade Steps Phase w/30 min character

checkSun 8:00 PM Mon 8:30 AM Mon 1:00 Mon 13:30 Mon 9:00 Mon 21:30

0:30 #9 Go/No go Meeting #1 (BIS only) Mon 8:30 AM Mon 9:00 AM Mon 13:30 Mon 14:00 Mon 21:30 Mon 22:0026:00 #10 Post Upgrade Code & Functional Steps Phase Mon 9:00 AM Tue 11:00 AM Mon 14:00 Tue 16:00 Mon 22:00 Wed 0:00

10:00 #10a 3rd party configuration/reporting systems Mon 9:00 AM Mon 7:00 PM Mon 14:00 Tue 0:00 Mon 22:00 Tue 8:0018:00 #10b Configure/Migrate Informatica/DAC/OBI servers Mon 9:00 AM Tue 3:00 AM Mon 14:00 Tue 8:00 Mon 22:00 Tue 16:00

17:00 #11 GRC ETL/Configuration Tue 11:00 AM Wed 4:00 AM Tue 16:00 Wed 9:00 Wed 0:00 Wed 17:004:00 #11a R12 quality checks/scheduled job releases Tue 11:00 AM Tue 3:00 PM Tue 16:00 Tue 20:00 Wed 0:00 Wed 4:000:30 #12 Go/No go Meeting #2 (BIS only) Tue 3:00 PM Tue 3:30 PM Tue 20:00 Tue 20:30 Wed 4:00 Wed 4:305:00 #13 Controlled start-up (checkpoint @ 1 hr) Tue 3:30 PM Tue 8:30 PM Tue 20:30 Wed 1:30 Wed 4:30 Wed 9:300:30 #14 Final Go/No go Meeting #3, after Controlled

start-up. (Medical & BIS)Tue 8:30 PM Tue 9:00 PM Wed 1:30 Wed 2:00 Wed 9:30 Wed 10:00

1:00 #15 Configuration of 4 hr Standby/Planby in Lisle Tue 9:00 PM Tue 10:00 PM Wed 2:00 Wed 3:00 Wed 10:00 Wed 11:000:00 #16 Point of no return Tue 9:00 PM Tue 9:00 PM Wed 2:00 Wed 2:00 Wed 10:00 Wed 10:00

#17 SYSTEM AVAILABLE TO ALL Tue 9:00 PM Wed 2:00 Wed 10:00

UK BST Japan JSTStart End Start End Start End

US EDT



Cutover, Reflection on Achievements

Cutover # 22nd through 26th August, 2014

Major Accomplishments

HP ==> Highly Scalable IBMProd Data Ctr to AT&T Lisle, ILVersion w/ Oracle Premier Support (db & apps)Potential for Leverage of Apps 12.1.325 Operating Units / 85 Inventory Organizations2.5k Oracle bundle users / 5.5k total Oracle31.2k Invoice Lines per day / 10m EDI lines

Key Statistics Count

# of Stream Leads 40# of Global Testers 450# of Scenarios Executed 8,500# of EOT Pages Generated 55,000# of Printers Tested 425# of Disco Reports Converted 880# of Disco Reports Discarded1,200# of SQL Scripts identified 750# of SQL Scripts converted 375



Prepare for Post Cutover Challenges…In Unexpected Places

Open WIP Tickets Status

11

Turning the

Tide?

Top Issues Resolved Ahmed

Slide# 7

Key Application

Issues

Status and Update Actionowner

Est Completion Date UK Form

RAG Status

Internal and Reschedulerequistions

• Unable to cancel requisition lines – Resolved• Internal requistions – are not cleaing the interface tables. • Causing concern on safety stock. BIS resolved issue for new Internal

Orders.• Patch applied this weekend. Monitoring

Capgemini 08/Sept

Demand Planning • BIS and Cap have remediated the sourcing issues as well as the assignment sets.

• ATP is now functioning as per normal.• ASCP forecast is now visible.• Reviewing setup and continuing to monitor• BIS and Cap will continue to work with the business to refine the

configuration/Setup.

Oracle / BIS / Capgemini

10/Sept

AR Print InvoicesGlobally

• The invoice packages being reviewed to ensure UAT alignment –(passed in UAT) If inconsistent found , may help to remediate performance issues.

Capgemini 07/09

Inter Company Invoices

• Sev-1 SR raised with Oracle – BIS is working on an action plan.• No Intercompany have run since go-live.

Oracle 07/09

Pending jobs -ConcurrentManagers

• Global Issue.• Many Jobs in pending status• System processing is slow.• Avrg processing jobs per hour is 1k per hour Vs 2.5K.

Oracle 28/08

Application Services, Oracle Medical Division – Daily status update – R12

Key Points1. Over 1570 Tickets raised since Go live Of 12.1.32. 829 Tickets now resolved, 741 remain open3. BIS is monitoring the Concurrent managers issue and related

performance

Ticket Count by Status/Priority Ticket Volumes (Week Beginning)

Key Points1. 27% of the volume relates to Finance followed by 23% for

Customer Service2. 14% of the tickets are of High/Critical priority

Top 10 by Site Top 10 by Product

Open Tickets Status

10



Lessons Learned / What We Could have Done Better… &  Anticipate business disruption…tie “go live” to business cycles

&  You will need the two solid months of Extended Life Support before BAU &  There will be potholes…some quite large

&  Finance resources…cannot have enough for R12 Finance &  Frame of reference big chg, i.e. IFRS vs Sarbanes Oxley design

&  Automate migration custom code, comparable to SAP “transports” &  Hold Oracle close before the upgrade…and even Closer after cutover &  Performance testing…???? &  Enhance, grow scenarios…sign “in blood” # that

scenarios represent key functional transactions # Automate? &  Avoid the SQL infestation! &  Have fun…be engaged / be guardedly optimistic / set high expectations &  Plan to detail…and then when satisfied, plan even more detail &  Insure that all parties, even BAU, have SOW covering Scope / Quality &  Challenge “assumption thinking”, i.e. Monarch &  Okay to fail on a cutover attempt

Testing by Business…Greatest Risk~~>Greatest Strength



Importance of Strong Partners

Required for Global Upgrade of this Scope / Depth but Demands Weaving Together…

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. insert instruction from slide 71 #ovcs



Smiths BIS System Integrator Partner



Capgemini is a global, mul0billion dollar company with experience across many industry sectors

Group Workforce: 138,827

Revenue 2013 $13.5 billion USD

Our Group Headcount Covers Key Regions Across the Globe

We Have Broad Experience OperaIng in Key Industry Sectors

Revenue by Industry

5%

8%

12%

22%

22%

17%

14%

Other Telecom, Media & Entertainment

Energy, UIliIes & Chemicals Financial Services

Public Sector Manufacturing and Life Sciences

Customer Products, Retail,

Outsourcing Services

Local Professional Services

Consul0ng Services

Technology Services

4.5%

40.6%

40.1%

14.8%

11.0%

26.0%

21.0%

20.0%

22.0%

Benelux

Rest of Europe, Asia & Latin America

North America

UK & Ireland

France Canada

United States

Mexico

Brazil

Argen0na

All over Europe

Morocco

Australia

People’s Republic of China

India

Chile

Guatemala

Singapore Philippines

Taiwan Vietnam

United Arab Emirates

Malaysia

New Zealand

Japan

South Africa

Colombia

Capgemini has presence in 40+ countries across

the globe



Our global professional services spectrum comprises of consul0ng, technology, and outsourcing

%  Digital Transforma0on %  All-‐Channel Experience %  Big Data & Analy0cs

%  Corporate & Digital Opera0ons %  CIO Advisory Services %  Governance & Digital Organiza0on %  Execu0ve Leadership & Change

Capgemini ConsulIng

%  XaaS %  SoWware Quality Management & Tes0ng %  Business Informa0on Management %  Big Data & Analy0cs %  Business Process Management %  Partner solu0ons (SAP, Oracle, MicrosoW,

HP, IBM, Salesforce.com, Netsuite, Pega, EMC, Pivotal, Google, AWS, work.com, … )

%  Applica0on Consul0ng %  Package Based Applica0on Services %  Applica0on Development & Integra0on / Custom SoWware

Development (CSD) %  Next genera0on AM services %  Applica0on Lifecycle Services (AD&M) %  Mobile Solu0ons %  Enterprise Cloud Services

ApplicaIon Services

%  ITO User Run Services (e.g., Workplace) %  ITO Data Run Services %  Backbone Services (Network & Data

Center) %  Security Services

%  Infrastructure Transforma0on Services (ITS) %  Pla`orm Delivery Services (PDS)

%  Mul0-‐Sourced Services Integra0on (SI/SIAM) %  Service Management

%  Cloud Management Unit (CMU) – Pla`orm & Brokering %  Skysight

Infrastructure Services

%  SMARTCare -‐ U0li0es %  Par0cipa0ons – Media & Entertainment %  ECM – Manufacturing %  Claims Processing -‐ Insurance

%  Finance and Accoun0ng %  Supply Chain Management %  Business Analy0cs %  Demand Driven Insight – CPRD

Business Process

Outsourcing

%  Cyber-‐security %  Mobile solu0ons %  Business Intelligence & Analy0cs

%  Applica0on Services %  Product Engineering Services %  Infrastructure Transforma0on/Cloud %  Tes0ng & Quality Assurance

Local Professional Services



We have a global life sciences team with offerings that enable organizations in transition to evolve to new business models

….With Various PracIce Offerings

Commercial TransformaIon Strategy and Digital InnovaIon

Product Lifecycle Management

Medical Affairs & R&D

OperaIons EffecIveness

%  Customer Rela0onship Management and Customer Service Strategy

%  Closed Loop Mul0channel Marke0ng

%  Sales Force transforma0on and effec0veness

%  Integrated Marke0ng Management

%  Pa0ent adherence, access strategy and services

%  Market access and reimbursement strategy

%  Corporate strategy and strategic planning

%  Digital Transforma0on

%  IT strategy and por`olio planning

%  Franchise and por`olio strategy

%  Product strategy and posi0oning

%  Target product profile strategy and design

%  Early product strategy and posi0oning

%  Early commercializa0on opera0ng model design

%  Product launch strategy and launch planning

%  Loss of exclusivity strategy

%  Medical affairs planning process

%  Publica0ons strategy and planning

%  KOL strategy

%  Digital R&D strategy

%  Collabora0on strategy and enablement

%  Organiza0onal redesign, cost reduc0on and process effec0veness

%  Manufacturing, distribu0on and procurement op0miza0on

%  Post-‐merger integra0on

%  Shared Services and Business Process Outsourcing

Global Life Sciences Team… %  Life Sciences group founded in 1990, with more than 8000 professionals across 40+ countries %  Experience across R&D, Compliance, Commercial and Supply Chain %  Covering Business Consul0ng, Applica0on Development, Applica0on Management and Business Process



Capgemini is A World Leader in Oracle E-Business Suite

%  3,000+ skilled and experienced EBS consultants worldwide (functional and technical), 500+ in the US, over 80% of them have R12 experiences

%  2,000+ Oracle eBusiness Suites (EBS) Applications engagements successfully completed across all industry sectors for over 1,500 clients

%  +100 R12 implementations and upgrades %  Functional & technical experience across all modules (HRMS, Financials, Supply Chain Management,

CRM, E&G, ESA, and EPM) %  70%+ consultants are Oracle certified, average 7+ years of experience

Experience

Global Delivery Oracle Competency Centers

Center of Excellence

%  Offshore Delivery capabilities for Oracle including India with 1,500+ EBS resources (functional and technical)

%  Provides 24/7 coverage at a lower cost

%  Oracle competency centers in the US, UK, Italy, France, the Netherlands, Germany, Spain, India, Singapore and New Zealand, with dedicated staff focused on the accelerated delivery of Oracle solutions

%  Capgemini has U.S. and India EBS Centers of Excellence (CoE) designed to be an ERP solution center available for our EBS engagements

%  Testing Centers of Excellence %  Upgrade Labs



EBS Upgrade Tools – Focus on Automation Tools: Focus on Automation…

“RAPTor” – Rapid Tester for Oracle! Accelerator for Testing including Regression Testing! No manual intervention needed, business flows

executed automatically! Generates well-presented Success/Failure Reports,

of the execution! Developed to execute on Oracle Applications

Vanilla Implementation

CAPSULE! CAPSULE provides customization reports for

both online and batch objects in a crisp format with summarized results to understand the technical landscape much faster

Upgrade Platform Framework! A common delivery framework for eBS Upgrade

projects

SPOTLIGHTER Enhancements! Tool for Upgrade Impact Assessment and Analysis! Scan full file system for all custom objects! Identify all custom database objects! Generate usage report for custom objects! Parallel execution to speed processing time! Ability to run in offline mode! Ability to assess impact of individual family packs

METEOR! Tool to accelerate and support the process of

development of data migration programs! Addition of standard validations for common

migration programs! Standard Program to execute the Validations ! Exceptions captured in jazzy HTML output

METEOR Delta Code Pack! Delta Installation Code Pack over DM Tool kit! To help migrate smoothly to METEOR from DM

tool kit …Soon to be released

EBS Upgrade Factory

CAST Application Intelligence Platform! Achieve higher quality at less cost! TQI=3.43 for Oracle projects; goal for 2014=3.5



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Capgemini’s Upgrade Approach

Assessment and Planning Upgrade and Test Acceptance and Production cutover Post-Production Support

Current State Assessment- Functional, Technical & Infra Future State Requirements Impact Assessment – Functional, Technical & Infra

Future State Design

Project Instance Planning

Testing Strategy

Change Management Initiation

Prepare CRP Instance - Trail Upgrade

Conduct CRP - R12 System

Prepare Development Instance Technical Development - Retrofit and New Development Test Planning and Scripts Preparation Prepare and Conduct - System and Integration Testing Update Training Material

Conduct Trainings Production Problem Resolution

Effective planning to ensure timely availability of infrastructure Strong Governance & Involvement all dependent parties in the project at all stages Focus on Identifying and Updating Missing test scripts early in the project

Inadequate infrastructure for Upgrade. Limited support from third party systems for integration development and testing. Incomplete Business Process / Test Script Documentation

Limited Cutover Window Multiple upgrade iteration to ensure upgrade is completed in minimum Cutover Window

Oracle R12 Upgrade Portal

Technical Assessment (Custom Spotighter or Panaya)

Functional Assessment (Impact Matrix)

Data Migration Toolkit

Testing Toolkit

Prepare and Conduct – User Acceptance Testing

Finalize Production Cutover Plan

Perform Upgrade Dry-runs

Execute Production Cut-over

Prepare for Hand-Over



Smiths Project Lanai - Assessment Findings

Capgemini has prepared this “R12 Assessment Findings and Upgrade Approach” to identify and scope the Technical Upgrade



Upgrade Evolution

%  Before upgrade –Prepare data in 11i Instance %  Note 1571256.1 PRE-Upgrade GDF Diagnostic to Validate Data Related to Invoices, Payments,

Accounting and Suppliers %  Address issues identified by the script

%  Preinstall Patches: Oracle E-Business Suite Consolidated Upgrade Patch 2 (CUP2) for R12.1.1 - Note: 798258.1 & Oracle E-Business Suite Pre-install Patches Report [Video] (Doc ID 1448102.1)

%  Post Upgrade: Note 1460241.1 POST-Upgrade GDF Diagnostic to Validate Data Related to Invoices, Payments, Accounting and Suppliers” and address issues it identifies

%  Post Upgrade: Recommended Patches for EBS – PatchWizard utility in EBS will identify these %  Note: 954704.1 Payables, Payments, SLA and EBTax ones (If using other financial

products apply their RPCs as well)



Data Cleansing – this is your opportunity

%  Production Purging and Archiving %  Purge old and/or transient data before upgrading %  OAM->Purging/Critical Activities - “Purge Portal” %  11.5 Purge avail %  R12 has some improved purge programs - over 260

%  Add to R12 Maintenance plans/Change management plans %  Production Data review and cleaning %  Flush all the interfaces, such as Autoinvoice, Journal entry import, order import etc.. %  Decide on the Upgrade Request Data Set

%  Minimize historical data to be upgraded as per business requirements – “Upgrade By Request”

%  Post-upgrade “hot-patch” of additional historical data outlined in 604893.1



Contact information

Vaughan Hennum Oracle Change Lead BIS [email protected]

Insert contact picture



Lisa Ruddell Project Lanai Project Manager BIS [email protected]

Bharti Tiwary – Capgemini Oracle Project Manager – Lanai Project [email protected] Cell# 678-365-6267

The information contained in this presentation is proprietary. Copyright © 2014 Capgemini. All rights reserved.

Rightshore® is a trademark belonging to Capgemini.

www.capgemini.com

About Capgemini

With almost 140,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2013 global revenues of EUR 10.1 billion.

Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organizat ion, Capgemini has developed i ts own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model.

Learn more about us at www.capgemini.com.

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